Governments in a number of Western countries are attempting to
improve the efficiency, appropriateness and equity of their health
systems. One of the main ways of doing this is to devolve
purchasing responsibility from national and regional to more local
agencies based in primary care. These primary care organisations
are allocated budgets that span both primary and secondary
services. This book draws on an extensive government-funded
evaluation of the UK primary care led total purchasing experiment
to shed light on important questions raised by these policies. In
particular, it attempts to answer these questions: * Can general
practitioner led primary care organisations successfully use an
ability to purchase health services to achieve either more
efficient or better health care for their patients? * What are the
ingredients of more or less successful primary care purchasing
organisations? * What lessons can be drawn from the experience of
such a large and complex evaluation?
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